For investors and portfolios
Identify the value lever. Plan the work realistically.
You are assessing an investment or developing a portfolio company. We show which lever can affect growth, margin or enterprise value, and what implementing it demands of the management team.
Thirty minutes. Bring the metric that needs to move and the occasion in the holding cycle.
Diagnosis
Four buying moments in the holding cycle
The same question comes up at four points: which lever moves the number, and what does implementation demand operationally. We answer it against the numbers and with the management team.
- 01Before the investment: the equity story names levers whose operational cost has never been tested.
- 02Right after closing: the first hundred days need one lever with visible effect, not ten open workstreams.
- 03During the holding period: a metric stays behind plan and sales, product and delivery disagree about the cause.
- 04Before the exit: numbers and story have to match before buyers start asking their questions.
Working logic
A bounded first scope with a clear outcome
The first scope of work is limited and ends with a decision, not a slide deck.
- 01
Constraint hypothesis
We test acquisition, pricing, retention and delivery against the company data and name the constraint behind the plan deviation.
- 02
Lever decision
You receive a recommendation on which lever to pull first, with expected effort, prerequisites and the limits of the available data.
- 03
90-day agreement
For implementation, the controllable scope, baseline, target metric, leading indicator, responsibilities and handover point are agreed in writing.
The four levers
Five assessment fields, one prioritized lever
We assess acquisition, pricing, retention and delivery, plus the feasibility of implementation within the team. Exactly one lever gets implemented, with a solid baseline and a traceable effect on the target metric.
Acquisition and sales efficiency
We find the funnel stage where qualified demand is lost and assess what changing it costs operationally.
Leading indicator: conversion or cycle time of a named stage
Target metric: CAC payback
Pricing and monetization
We test willingness to pay, the pricing metric and a realistic path to a limited rollout in a defined segment.
Leading indicator: price realization, pilot ACV or quote conversion
Target metric: one of ACV, expansion or NRR
Retention and expansion
We test how resilient recurring revenue and expansion are and where early-warning signals are missing.
Leading indicator: activation rate or time to first value
Target metric: one of GRR or NRR
Delivery costs and AI productivity
We measure time and cost in the delivery process and test which constraint can actually be changed in operation.
Leading indicator: lead time, error rate or effort per case
Target metric: one of cost-to-serve or gross margin
This fits in these cases
- An investment is under review and the equity story needs an operational reality check
- A portfolio company is behind plan on one metric
- The first hundred days after closing need one prioritized lever
- Before an exit, numbers and story need to hold together
What we do not do
- Company valuations and fairness opinions
- Financial due diligence
- Legal or tax advice
- Guarantees for revenue, market or valuation development
Track Record
Operating base
Convios knows both sides of a sale: a company of its own sold, then four integrations led on the buyer side.
1
Exit
Built a price-data company and sold it to a listed information group.
4
Post-merger integration
Led four integrations on the buyer side, including the company that was sold.
2.5×
CCO, commercial scaling
Grew revenue in his area of responsibility 2.5 times.
300
COO, PE-backed
Led around 300 employees across 7 locations on 3 continents.
Frequent investor questions
In what role does Convios work with the fund?
As an operating advisor on a project basis, without a formal fund role. Commissioning and reporting lines are agreed per situation, with the fund, with the portfolio company or with both. Implementation always happens with the management team, never around it.
What does the first scope of work deliver?
A constraint hypothesis grounded in the numbers, a recommendation for exactly one lever and a realistic effort estimate for implementation. If the data does not support a reliable recommendation, that is a documented result in itself.
How is the 90-day implementation defined?
Convios works with the investor, business owner or management team to identify one economic or operational constraint and implement one bounded lever with the team within 90 days. Before work starts, the controllable scope, baseline, target metric, leading indicator, responsibilities and handover point are agreed in writing.
What exactly do you guarantee?
Part of the implementation fee is tied to an early indicator agreed in writing beforehand. If it is not reached by the agreed date, you receive the fixed refund amount. The full terms are listed with the implementation stage on the offering page.
What data does the entry point require?
The first scope of work runs on the metrics you already have across sales, product and finance. Completeness is not required. One solid number per stage is often enough to locate the constraint.
Which value lever should show up in the numbers?
One conversation clarifies whether the occasion supports a bounded first scope of work. Then you decide.
Discuss the value leverThirty minutes. Bring the metric that needs to move and the occasion in the holding cycle.